business. value. cloud
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These are the (German) slides of my Keynote "Business. Value. Cloud." given at the IBS Workshop "Cloud Computing - Concepts and Applications" - the talk focuses on how business/value-thinking and development/co-creation is evolving and becoming one single approach from idea to product/service within 5 minutes (I believe this will be much faster in the future, i.e. towards seconds). The key drivers to this new approach are manifold - provided by the always on possibilities of the cloud, matching the philosophy of building things out of components with the iterative approaches of agile and lean development, and a change of our society's value systems expanding from a transaction-oriented economy towards a sharing economy.TRANSCRIPT
VSR.Informatik.TU-Chemnitz.de
Golde
nCut (a
/b == 1,61
803)
Rule of T
hirds
Rule of T
hirds
Rule of T
hirds
Golde
nCut
Golde
nCut (a
/b == 1,61
803)
Golde
nCut
Rule of Thirds Rule of Thirds Rule of Thirds
GoldenCut (25,4=a+b, a/b=1,62); a=15,7, b=9,7 Rule of Thirds
GoldenCut (25,4=a+b, a/b=1,62); a=15,7, b=9,7 Rule of Thirds
Business. Value. Cloud./////// Die Cloud aus Sicht der Komposition ///////////////////
Prof.Dr.MartinGaedke.com @gaedke Technische Universität Chemnitz Fakultät für Informatik VSR Research Group
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2
The Future of Cloud Computing Brüssel, Jan 2010
http://cordis.europa.eu/fp7/ict/ssai/events-‐20100126-‐cloud-‐computing_en.html
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3
Zur Einstimmung auf die nächsten Gespräche und Vorträge 1. Kurze Übersicht zur Evolution im
Cloud Computing 2. Wirtschaftliche Betrachtungen aus
Sicht der Komposition 3. Entwicklungstrends von und mit Cloud
Computing
1 4 IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
Evolution im Cloud Computing
cloud (klaʊd) – is an elastic execution environment
of resources involving multiple stakeholders and providing a metered service at multiple
granularities for a specified level of quality (of service).
[Definition of Expert Group Report]
http://cordis.europa.eu/fp7/ict/ssai/events-‐20100126-‐cloud-‐computing_en.html
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 5
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 6 Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html
Nutzungsmuster für Cloud Systeme zur Implementierung von Software-‐
Komponenten, Grid, SOA, IoS, WS, etc.
IaaS: Amazon S3 und EC2, SQL
Azure…
PaaS: Google App Engine, Microsoft
Azure… SaaS: Google Docs, Salesforce, SAP…
Von Objektorientierung zuSoftware aus Komponenten (ECOOP’96)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 7 Bilder Quelle: http://de.wikipedia.org/wiki/Kompositum_(Entwurfsmuster)
Component Software, C. Szypersky: “… A software component can be deployed independently and is subject to composition by third parties.”
Entwurfsmuster zur Komposition (Composite Design Pattern) Fokus
: Technolog
ie
(Web-‐Componen
t, Web Service,
Widget, Apps
…)
Fokus: Nutzung
& Collaboratio
n
(wirtschaftlich in
teressant)
Spannend -‐ wenn die Komponente per Kommunikation genutzt werden kann – also zum Service wird.
HTTP
HTTP HTTP
2 Wirtschaftliche Betrachtungen im Zeitalter des Cloud Computing
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 8
Wenn Technik (Service) und Geschäftsidee (Service) zusammenwachsen ////// ökonomische ////// Betrachtungen der Komposition.///// IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 9
Flexible Nutzung & Collaboration Wirtschaftliche Betrachtung • Kostenreduktion • Investitionskosten in
Betriebskosten wandeln (CAPEX vs. OPEX)
• Time to Market • Pay per Use • Return on Investment
(ROI) • Green-IT
Technische Betrachtung • Elastizität • Agilität • Technische Flexibilität • Verfügbarkeit • Wiederverwendbarkeit • Wissen über Nutzung • Services von
unterschiedlichen Anbietern
Busi
ness
Mod
el
Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 10
Flexible Nutzung & Collaboration Wirtschaftliche Betrachtung • Kostenreduktion • Investitionskosten in
Betriebskosten wandeln (CAPEX vs. OPEX)
• Time to Market • Pay per Use • Return on Investment
(ROI) • Green-IT
Technische Betrachtung • Elastizität • Agilität • Technische Flexibilität • Verfügbarkeit • Wiederverwendbarkeit • Wissen über Nutzung • Services von
unterschiedlichen Anbietern
Busi
ness
Mod
el
Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 11
Busi
ness
Mod
el
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 12
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Wie realisieren?
Was? (VP)
Ausgaben? Einnahmen?
Für Wen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 13
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Wie realisieren?
Was? (VP)
Ausgaben? Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 14
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Wie realisieren?
Ausgaben? Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 15
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Web
Internet
Festplatten-‐Transport
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Wie realisieren?
Ausgaben? Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 16
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Web
Internet
Festplatten-‐Transport
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Ausgaben? Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 17
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Web
Internet
Festplatten-‐Transport
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 18
Busi
ness
Mod
el
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur Cloud-‐Kunden
Energie Hardware
Web
Internet
Festplatten-‐Transport
Data Center
Energie-‐Lieferant
IaaS
Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Elastische Infrastruktur
Personal-‐kosten
Entwickler
Administration
BMC für klassische Infrastruktur-Anbieter IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 19
3 Entwicklungstrends von und mit Cloud Computing
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 20
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 21
Entwicklungstrends • Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der Geschäftsmodelle (VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen
• Cloud zur Komposition durch Endanwender (und Sensoren)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Plattform Cloud-‐Kunden
Software Cloud-‐Kunden
Infrastruktur Cloud-‐Kunden
Energie Hardware
Software Pay Model
Web
Internet
BMC für klassischen Cloud-Business
Festplatten-‐Transport
Data Center
Energie-‐Lieferant
IaaS PaaS
SaaS Hardware-‐Lieferant
Netzwerk-‐Betreiber
Pay per HW-‐Unit, per Time
Software Pay Model Software Pay Model Software Pay Model Software Pay Model Software Pay Model
Elastische Infrastruktur
Elastische Plattformen
Elastische Software
Personal-‐kosten
Entwickler
Administration
Gebhardt, Gaedke, Daniel, Soi, Casati, Iglesias, Wilson: From Mashups to Telco Mashups: A Survey; IEEE Internet Computing, vol. 16, no. 3
Pay per Byte-‐Unit, per Time
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 22
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 23
Entwicklungstrends • Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der Geschäftsmodelle (VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen
• Cloud zur Komposition durch Endanwender (und Sensoren)
Geschäftsidee ... Lean Startup. Entwicklung ...Agile. Betrieb ...DevOps.
VP / Wertv. Experiment
Kunden Test
Janus, Jäger, Gaedke: Agile Praktiken -‐ oder doch Impediments? Bewertung der Agilität von Praktiken in der Softwareentwicklung, in OBJEKTspektrum 05 (2012)
Agile Development von Services
(schnelle Iterationen)
Betrieb (Operations) Internet of Services
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 24
Jede Phase wird durch Cloud-‐Angebote unterstützt. (Ziel: von der geprüften Idee zum Web-‐Angebot in 5 Minuten)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 25
Entwicklungstrends • Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der Geschäftsmodelle (VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen
• Cloud zur Komposition durch Endanwender (und Sensoren)
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Software Cloud-‐Kunden
Software Pay Model
Web
Internet
BMC für End User Development
SaaS
Software Pay Model Software Pay Model Software Pay Model Software Pay Model Software Pay Model
Elastische Software
Entwickler
Administration
Software
Cloud-‐
Kunden
EUD provided Data & Bewert-‐ungen
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 26
simplify
Innovative Mashup-‐Solutions for telco services in Internet of Services(IoS) Project: § Group VSR / Gaedke § Cloud Computing, IoS § October 2010 –June 2013 § Costs: 6.117.391 €
Mashup-‐Software Plattform für Komposition von Komponenten im Web
End-‐User Development
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 27
28
Komponenten (Widgets / Apps)
Netvibes (284.508)
Opera (1834) iGoogle
(327.458)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
Automatische Transformation in W3C Widgets
Publish/Subscribe-basierte Komposition – Mix von IoS & IoT
29
Message Bus
Location Location Location
Chudnovskyy O., Fischer C., Pietschmann S., Gaedke M. Inter-‐Widget Communication by Demonstration, ICWE2013 Demo, July 2013. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
30 http://www.ict-‐omelette.eu/ IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 31
End-User Development fängt erst richtig an… …Software-Verbesserung:
– Dynamische Komposition – Eigenständige Weiterentwicklung
durch die eigenen Benutzer (User as a Service ==> Developer)
…IoT & IoS
– Innovative Komposition von virtuellen und physikalischen Diensten
– Auch hinsichtlich Human-Provided Services
Speicher, Both, Gaedke: TellMyRelevance! Predicting the Relevance of Web Search Results from Cursor Interactions; Proceedings of 22nd ACM International Conference on Information and Knowledge Management
4 What’s next?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 32
Everything as a Service?? Ja, und noch viel mehr…Hin zu Human-, Device, and Software-provided Service-Compositions
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 33
http://vsr.informatik.tu-chemnitz.de/demo/chrooma/icwe14 Krug, Wiedemann, Gaedke: SmartComposition: A Component-‐Based Approach for Creating Multi-‐Screen Mashups; Companion Proceedings of 14th International Conference on Web Engineering
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 34
Herausforderungen und Chancen • Sicherheit • Privatsphäre • Netz-Qualität – insbesondere auch mobil • Netz-Geschwindigkeit – etwa 5G • Einfachheit in Bedienung • Beschreibung von Komposition – OMDL,
OSCL, Federated Web, FOAF, etc.
• Chancen: Vielfältig!
